Handbook of strategic account management a comprehensive resource

www.ebook3000.com HANDBOOK OF STRATEGIC ACCOUNT MANAGEMENT A COMPREHENSIVE RESOURCE DIANA WOODBURN AND KEVIN WILSON www.ebook3000.com © 2014 John Wiley and Sons, Ltd Registered office John Wiley and Sons Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, United Kingdom For details of our global editorial offices, for customer services and for information about how to apply for permission to reuse the copyright material in this book please see our website at www.wiley.com The right of the authors to be identified as the authors of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988 All rights reserved No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, except as permitted by the UK Copyright, Designs and Patents Act 1988, without the prior permission of the publisher Wiley publishes in a variety of print and electronic formats and by print-on-demand Some material included with standard print versions of this book may not be included in e-books or in print-on-demand If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com For more information about Wiley products, visit www.wiley.com Designations used by companies to distinguish their products are often claimed as trademarks All brand names and product names used in this book and on its cover are trade names, service marks, trademarks or registered trademarks of their respective owners The publisher and the book are not associated with any product or vendor mentioned in this book None of the companies referenced within the book have endorsed the book Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose It is sold on the understanding that the publisher is not engaged in rendering professional services and neither the publisher nor the author shall be liable for damages arising herefrom If professional advice or other expert assistance is required, the services of a competent professional should be sought Library of Congress Cataloging-in-Publication Data Woodburn, Diana Handbook of strategic account management : a comprehensive resource / Diana Woodburn and Kevin Wilson     pages cm    Includes bibliographical references and index   ISBN 978-1-118-50908-1 (hardback)   1.  Selling–Key accounts.  2.  Marketing–Key accounts.  3.  Customer relations.  4.  Sales management.  I.  Wilson, Kevin, 1947–  II.  Title   HF5438.8.K48W66 2014   658.8–dc23 2014002694 A catalogue record for this book is available from the British Library ISBN 978-1-118-50908-1 (hbk)  ISBN 978-1-118-50907-4 (ebk) ISBN 978-1-118-50905-0 (ebk) Cover designed by Cylinder Set in 10/12 pt MeridienLTStd-Roman by Toppan Best-set Premedia Limited Printed in Great Britain by CPI Group (UK) Ltd, Croydon, CR0 4YY www.ebook3000.com Contents Acknowledgements The editors About this book vii ix xi Key strategic account management: where are we now? Editors Woodburn and Wilson Section 1: Strategic dimensions of KSAM 35 Making the case for managing strategic accounts Capon and Mihoc 37 Drivers for key account management programmes Brehmer and Rehme 53 KSAM as an organizational change: making the transition Woodburn 77 Switching costs in key account relationships Sengupta, Krapfel and Pusateri 103 The strategic buyer: how emerging procurement strategies may support KAM/SAM relationships Croom 115 Social and ethical concerns in strategic account management: emerging opportunities and new threats Piercy and Lane 141 Section 2: Value creation through KSAM 169 Value in strategic account management La Rocca and Snehota 171 www.ebook3000.com CONTENTS Value dimensions and relationship postures in dyadic ‘key relationship programmes’ Henneberg, Pardo, Mouzas and Naudé ‘Vertical coopetition’: the key account perspective Lacoste 191 205 Key account management in business markets: an empirical test of common assumptions Ivens and Pardo 227 Strategic account plans: their crucial role in strategic account management McDonald and Woodburn 245 Using customer profitability and customer lifetime value to manage strategic accounts Lemmens and Vanderbiesen 267 Section 3: Developing KSAM programmes 287 A configurational approach to strategic account management effectiveness Homburg, Workman and Jensen 289 The appropriateness of the key account management organization Wengler 317 Organizational structures in global account management Yip and Bink 337 Designing strategic account management programmes Storbacka 355 Global customer team design: dimensions, determinants and performance outcomes Atanasova and Senn 379 Key accountization at Bosch Automotive Aftermarket Italy: managing and implementing a strategic change Guenzi 405 Section 4: Operationalizing KSAM 419 Recent developments in relationship portfolios: a review of current knowledge Zolkiewski 421 Account portfolio management: optimizing the customer portfolio of the firm Gök 441 iv www.ebook3000.com CONTENTS Strategic account management processes at corporate, relationship and annual level Ojasalo 461 Developing strategic key account relationships in business-to-business markets Wilson 495 The role of the key/strategic account manager Wilson and Holt 515 The influence of personality on the job performance of strategic account managers Mahlamäki, Uusitalo and Mikkola 539 References Author profiles Index 555 605 615 v www.ebook3000.com www.ebook3000.com Acknowledgements Our heartfelt thanks go to the contributors to this book for their generosity in devoting their time to this project, most especially those contributing new material and extensive syntheses of work for the benefit of interested parties in the hot topic of key strategic account management We also acknowledge the patience, guidance and forbearance of all at Wiley, particularly Rosemary Nixon, Ashton Bainbridge and Jonathan Shipley Lastly, we thank Cuiling Jiang, research assistant at Kedge Business School, for her amazing dedication, speed and accuracy in combining all the references into one list and rationalizing their almost random presentation in the papers citing them www.ebook3000.com www.ebook3000.com INDEX enactment 180–1, 187 Eng, T.Y 444 entrepreneurship 412, 413, 414, 415, 524, 526, 527, 529 see also political entrepreneurs environment, in the PPF model 504 environmental assessment 478–80 environmental complexity 324–5, 330–3 environmental dynamics 325, 330–3 environmental issues 42, 146, 161, 162, 163–4 environmental uncertainty 230 ‘equifinality’ 306, 309, 375 equity 151, 153 Ericsson 154, 201 esprit de corps 21, 297, 300, 305–7, 310, 312, 314, 373 ethical issues 10, 11, 57, 141–67 corporate self-harm 156–7 hidden incentives 156 information sharing 153–4 loyalty and trust 154–5 seller strategy 149–51 unintended consequences of SAM 152, 166 Evans, K 543 evolutionary phases of relationships 481–2 exchange value 14–15, 194–8, 199–202, 247, 371 executive sponsorship 343–4, 352, 471 expectations 197, 261, 418, 504 experimentation 14, 187–8 exploitation 133, 135, 139–40, 377 exploratory KAM 482 ‘extended enterprises’ 118–19 extraversion 32, 539, 540, 544, 546, 549–51, 551–2 formalization 232, 301, 303–7, 375–6 configurational approach 21, 293–4, 297, 309, 314 KAM effectiveness 310, 312 Foxall, G 136 Foxconn 46 frequency 317, 322–3, 325, 326–7, 329–33 Freytag, P.V 424, 430, 436 Friedman, Thomas 118 Friesen, P.H 375 Frow, P 483–4 ‘full service supply’ 120 full-time programmes 476 Fullerton, R.A 501 fundamental business model 38, 40 Furlan, A 429 facilitation problems 30, 502, 506–7, 508, 509, 510, 511, 513 failure 78, 82, 83, 86–7, 145 fairness 5, 39, 153 Feng, J 425, 428, 436 financial literacy 9, 121 financial performance 389, 396–499, 400–1, 479 Fiocca, R 423, 443–4, 446, 453 Fisher, R.J 297 Five-Factor Model (FFM) of personality 544–52 five forces model 41 Flint, D.J 359, 371 Focus 154 Fontenot, R.J 151 Ford, D 445, 499, 503 Ford Motor Company 137, 144 Gadde, L-E 123, 358 game theory 206, 207, 210–11 Ganesan, S 238 Gap 163 gap model 130–1 Gebert, H 366 Gelderman, C.J 208n3, 426, 428, 438 Gemünden, H.G 199 GenCo Supplies 133–4 General Electric (GE) 137 general managers 339, 350, 369 geographical coordination 70 Georges, L 193 Gibson, C.B 373 Gillette 143 global account management (GAM) 1, 2, 16, 20, 23, 143, 337–54 ABB 67, 71–2 boundary-spanning role 530–2 competencies 519 Control GAM 350–1 Coordination GAM 347–8 elements of a GAM organization 338–46 Hewlett-Packard 352–4 processes 470 relational development 529–30 Separate GAM 348–50 see also key account management global account managers 340–1, 344–5, 349–50, 353, 470, 486, 519, 522–3, 527, 534, 542 see also key account managers global corporate citizenship 159 global customer management (GCM) 341, 343–4, 346, 379–403 global customer teams (GCTs) 379–403 design 384–6, 391–2, 397–400 literature review 381–4 620 INDEX organizational context 386–7, 394, 397–9, 401 performance 394, 396–9, 401–5 processes 388–9, 394, 395, 397–99, 400, 401, 403 see also teams global oligopolies 44 global sourcing 117–18 GlobalBank Corporate Services 126 globalization 2, 6, 22, 42–3, 67, 516 computer systems industry 352 corporate social responsibility 161 procurement 47, 57 Glynn, W 434 go-to-market strategies 40–3 goals 11, 23, 262, 362, 371, 378, 410 change leadership 414–7 complexity management 59–60 corporate social responsibility 162 esprit de corps 297 teams 379, 385, 389, 392, 397–8, 400, 488 see also objectives Godfrey, P.C 248 Gök, Osman 26, 27–8, 422, 425, 441–60 Goldberg, L 544, 545 Goodyear 44 Google 162 Gosselin, D 124, 364, 369, 371, 374, 376, 497, 522 governance 116, 230, 328 bilateral 22, 322, 323, 326 contractual 232, 238, 239–40, 241 ethical issues 159–60 Greer, C.R 137 Grönroos, C 281–2 guanxi 466–7 Guba, E.G 359 Guenzi, Paolo 20, 24–5, 124, 405–18 Guesalaga, R 356, 374 Gummesson, E 61 Gupta, S.F 276, 277, 278, 279, 296 Hackman, J.R 384 Håkansson, H 30, 58, 118, 431, 442, 503–6 Halinen, A 422, 425, 426, 428–9, 434 Halliday, M 263 Hamilton, W.D 210 handling problems 30, 505, 506 Hannan, M.T 373 hard infrastructure 51 Harrison, A 208 Hartley, R.F 436 Harvey, M 55, 60, 376, 386 Hasbro 165 healthcare sector 119–20 Heene, A 364, 369, 371, 374, 497, 522 Heide, J.B 206, 229, 230, 232, 237 Helsing, J 369–70 Henkel 208, 250 Henneberg, Stephan C 14–15, 17, 191–204 Hennessey, H.D 338 Hewlett-Packard (HP) 125, 165, 349, 352–4 Hill, T 507 Hoholm, T 179 Holbrook, M.B 248 Holt, Sue 31–2, 251, 515–37 Homburg, Christian 20, 21, 78, 198, 338, 477 activities 233, 356 configurational approach 289–316, 356, 375, 376 cross-functional KAM companies 368 key account managers 239 portfolio analysis 425, 430, 433 survey research 229 value propositions 365 Home Depot 106, 162–3 Homse, E 423 horizontal coopetition 210–11, 217 HSBC 340, 343 Hsieh, M.H 430 Huberman, M 359 Hui Shi, L 367 human resources 31, 51, 535 Humphries, A.S 512 Hunt, S.D 107, 292, 297 Hunter, G.K 432 Hurtz, G 545 Hutt, M.D 485, 540, 544 hybrid organizations 322 Hyman, M.R 151 IBM 137, 142–3, 144, 161, 162, 165, 279, 349, 354 implementation 22, 25–33, 82–3, 356, 470–1 global account management 470 role of key account manager 542 strategic account plans 247, 253, 258–62, 265 transitioning curve 92 improvement processes 51–2 incentives 5, 105–6, 417 ethical issues 11, 146, 147, 156 switching costs 9, 106, 109, 110–12 teams 379, 384, 387, 394, 397–8, 401, 488 vertical coopetition 215, 218 incremental evolution 90–1 incremental value 193, 197, 198 621 INDEX Industrial Marketing and Purchasing (IMP) Group 1, 12, 123, 207, 516–17 buyer-seller interaction 503 portfolios 422, 427 transaction cost economics 22 information management 342–3 information sharing 146, 295, 364, 371, 470, 478 ethical issues 11, 153–4 relational development 501, 512 relationship strength 453, 454, 459 SAM goals 362 vertical coopetition 214, 215 see also knowledge infrastructure 51, 176 Ingram, T.N 424, 427, 443, 444 innovation 19, 183–4, 187, 225, 432 collaborative 116–17, 124, 135–7, 140 computer systems industry 352 as driver of value 241, 243 innovation value 286 political entrepreneurs 31, 524–5, 526 Procter & Gamble 140 relational benefits 210 win-win approach 139 Institute for Supply Management 121, 138 integration 138, 370, 372–4, 377, 477 global account management 23, 354 integrated KAM 483 intra-organizational alignment 361, 473 portfolio analysis 435 vertical 149 ‘integrative relationship’ perspective 242, 243 Intel 144, 162 inter-organizational perspective 24, 356, 362–8, 472 interaction 16, 25, 116, 498, 504–6, 516 BAA 407 capabilities 186 dyadic competence 199 global KSAM teams 24 IMP approach 517 key strategic account managers 527 matching of relationship postures 198 PPF model 503 relational benefits 210 value creation 13, 177–9, 180–1, 183 interdependence 24, 25, 112, 141, 177, 281, 516 configurational fit 377 coopetition 210 global 118 interdependent KAM 482–3 key strategic account managers 527 routines and practices 186 SAM goals 362 teams 56 uncertainty 325, 330–3 value creation 13, 183 interface activities 183, 185, 470 interface simplification 47 internal (proprietary) value 14–15, 194–8, 199–201, 202, 203–4, 247, 371 international coordination 64–5 International Personality Item Pool (IPIP) 545 Internet 42, 49 interviews 209, 211–12, 213, 308, 318, 359, 389–90 intra-organizational perspective 24, 311, 356, 368–74, 472–3 investment 3, 143–4, 286, 364–5 corporate social responsibility 161 relationship-specific 9, 17, 106, 108–9, 110–12, 231, 238–40 isolated KAM 21, 78, 301–4, 305, 306, 308, 309 Ivens, Björn Sven 16–17, 227–44, 335, 428 Jackson, B.B 104, 106 Jacobs, F.A 236 Jaguar 128–9, 137 Janakiraman, R 429 Jap, S.D 208, 224, 238 Jaworski, B.J 296, 297 Jeannet, J 338 Jensen, Ove 20, 21, 289–316 Jobs, Steve 118 John, G 237 Johnson & Johnson 162 Johnson Controls 144 Johnson, D.S 433 Johnson, M.D 428, 431, 443, 444 Johnston, D.A 123–4 Johnston, W 356, 374 joint ventures 142–3 ‘jointness’ 13, 180, 186 Jones, E 57, 58, 370 just in time (JIT) 54, 57, 199–200, 469 JWT 351 Kahn, R.L 530 Kalwani, M.U 249, 250 Kaplan, R.S 250, 274 Kelly, P.M 214, 364, 366, 479–80, 543 Kempeners, M.A 291 key account management (KAM) 2, 53–76, 103, 192, 380, 442 ABB 60–72 assumptions about 227–44 benefits of 56–7 622 INDEX central characteristics 228–9 choice of appropriate programme 317, 318, 328–35 compared with SAM 498–9 concept of 318–20 configurational approach 21, 289–316, 356–7, 374–5, 376, 377 definitions of 54, 55–6, 291 drivers of 57–8 evolution of 517–18 exchange value strategy 195 inefficiencies and ineffectiveness 318 key relationship postures 196, 200–1, 204 portfolio analysis 16, 422, 427, 428–31, 433–7 processes 467–72 stages of 464–5, 482–3, 499–502, 521, 528–30, 541 strategic buying 115–40 vertical coopetition 208, 211–26 see also global account management; key strategic account management; relationships; strategic account management key account managers 4, 8, 30–2, 292, 310–11, 368–70, 515–37 ABB 64–5 access to resources 296–7, 310 activity streams 93 appointment of 95–6 competences 3, 5, 32, 203, 251, 264 conceptual framework 536–7 configurational approach 303, 304–7 customer value 19, 275 ethical dilemmas 11, 148, 153–7, 158–9, 166 evolving role of 518–20 importance of boundary-spanning role 530–3 lead 84, 85 long-term relationships 103, 104 matrix organization 373–4 operational assessment 479 organizational change 95–6, 100, 101–2 organizational structure 51, 83–6 personality traits 32, 539–53 political entrepreneurs 31, 251, 368, 486–7, 522–30, 534, 536 portfolio analysis 434, 436–7 positioning 477, 534 process coordination 239–40 proximity to operations 83 relational development 500, 502 relational value strategy 202 responsibilities 113 sales management 86–7 selection of 485–7, 535, 552 Siemens 471 as ‘single point of contact’ 373 strategic account planning 18, 246, 248, 251–2, 265 subjective and objective performance 107, 109 support for 101 time allocation 87, 88 training 479–81 vertical coopetition 241–2, 243–4 see also global account managers key account value strategies (KAVS) 193 ‘key accountization’ 25, 233, 405–18 key relationship programmes (KRPs) 191–204 key strategic account management (KSAM) definition of 2–4 developing KSAM programmes 20–5 drivers of 6, 79–82 implementation 82–3 making the case for managing 37–52 operationalization of 25–33 organizational change 77–102 questions for research 4–5 relational development 498 strategic account planning 245–65 strategic dimensions 5–11 value creation 11–20 see also key account management; relationships; strategic account management key supplier management (KSM) 192, 196, 204 Kim, K.K 124 Kleintenkamp, M 327, 523 ‘know-how’ 201, 210, 241, 243, 442 knowledge 19, 74, 142, 251, 282, 479 competitive advantage 370 ‘customer knowledge competence’ 366–7 distributed 186 global customer teams 386 political entrepreneurs 524, 526, 527 relational development 30, 529 sharing 60, 180, 195–6, 472 transfer of 56, 429, 486, 492 see also information sharing knowledge, skills and abilities (KSAs) 51 Kock, S 211, 212, 217 Kodak 41 Kohli, A.K 296, 297 Koopmans, T 324 Kotler, P 443 Kotter, J 410, 411 623 INDEX Kraft 137 Kraljic, Peter 132–3, 134, 220, 222, 225, 422, 425, 426, 500 Kramer, M.R 162 Krapfel, Robert E 8–9, 103–13, 425, 444 Kumar, V 235, 268, 266–7, 279, 281, 327 La Rocca, Antonella 12, 13–14, 17, 171–89 Laabs, J.J 414 Lacoste, Sylvie 15, 205–26 Lambe, C.J 231, 232, 234–5, 248 Lambert, D.M 465 Lamming, R 499, 503 Lane, Nikala 6, 10–11, 76, 141–67, 246, 356, 362, 376, 480 Lang, R 235 Lawrence, Paul 124 lead users 135–6 leadership 89, 159 style 409, 414–16 teams 379, 386, 393, 397–8, 400, 402, 488, 533 see also senior management learning 19, 179, 186, 364 legal issues 42, 150–1, 154, 158 see also regulation Lei, D 137 Lemmens, Régis 18–19, 267–86 leverage 74, 132, 133, 135, 144, 222 Lewis, J.D 136–7 Lewis, M 128, 129–30 Li, Y 532–3 Lichtenstein, Scott 138 life cycle cost analysis (LCCA) 121–2 limitation problems 30, 505, 506 Lincoln, Y.S 359 Linden, C.V 470–1 Lindgreen, A 203 line organization 319, 328–9, 330–1, 332–3, 334 Lingl, A 546 local account managers 344–5, 351 logistics 176, 199–200, 446–52, 507–08 long-term perspective 95, 234, 240, 243, 264, 299, 367, 373 low-cost country (LCC) sourcing strategies 117, 118 Low, G.S 501 loyalty 106, 150, 151, 263–4, 282, 513 customer lifetime value 19, 280 customized solutions 285 exchange value strategy 195 global account management 353 illusion of 154–5, 166 joint planning 285 portfolio analysis 459 profitability linked to 235–6, 268–9 Lusch, R.F 14, 182, 365 Macauley, S 238 Madsen, T.L 57, 294–5, 338, 376 Mahlamäki, Tommi 32, 539–53 ‘managed relationships’ 196, 198, 199–202 management information systems (MIS) 81 management practices 355, 356, 357, 370, 377, 477–8 account management process 361, 366–8, 377, 472 research methods 359 managers see key account managers manufacturer active paradigm (MAP) 135, 136 Marconi 1, 154–5 market concentration 43–4, 150 market dynamism 307, 316 market orientation 412, 414 market segmentation 62, 64, 66, 433–4, 445, 471, 476 market value added (MVA) 262–3 marketing 54, 223, 282, 310, 408 customer-centric 73 ethical issues 146 portfolio analysis 443–5 service 182 traditional direct marketing 49 transactional 214 Markowitz, H 443 Marks and Spencer 1, 163 Marks, M.A 388 Marriott 105 Marshall, G.W 295, 309 Martin, J.A 377 matrix organization 86, 319–20, 328–9, 331, 332–3, 334, 350, 373–4 Mattel 165 mature markets 80 McCrae, R 544–5 McDonald, Malcolm 363, 364, 370, 476, 541 ideal types 308 key account managers 369, 486, 540, 542–3 key account selling 518 processes 463, 467–8 relational development 376, 482–3, 498–502, 510, 521n4, 541 relationship strength 280 selection of key accounts 496–7 steering committees 374 strategic account planning 17–18, 245–65 teams 368 value propositions 365 624 INDEX McKinsey 7S framework 24–5, 405, 408–18 medical supply chains 119–20 Mentzer, J.T 371 mergers and acquisitions 53, 71, 150, 158, 290 Meyer, A.D 292, 357 Michelin 44 Microsoft 163, 164, 201 mid-KAM stage 464, 501, 509, 510, 511, 528–30 middle-management KAM 21, 78, 301–3, 304, 308 Mihoc, Florin 6, 37–52 Mikkola, Toni 32, 539–53 Miles, M 359 Miller, D 357, 375 Millman, T definition of key accounts 2, 442, 496 global account management 519, 534, 542 IMP approach 517 key strategic account managers 521, 522, 535, 536, 543 lack of research on KAM 291 political entrepreneurs 31, 251, 368, 486, 522–3, 526–7, 530 PPF model 496, 502–3, 508 processes 366, 463, 467 relational development 30, 233, 376, 463, 464–5, 482–3, 495–6, 498–502, 504, 508–9, 521, 528–30, 541 SAMA 533 senior management 296 special activities 295 type of key accounts 497 value propositions 365 mindfulness 187 mission 479 moderating factors 82 Möller, K.E 193–4, 196, 197, 200, 202 Möllering, G 123–4 Mols, N 424 Moncrief, W.C 309 Monczka, R 118 Montgomery, D.B 295, 311, 338, 376, 380 Moon, M.A 296 moral intensity 10, 141, 146, 147, 151, 157 Morgan, J 118 Morgan, R 107, 297 Morgan Stanley 163 Moriarty, R.T 56, 234–5, 293, 295, 296 complexity 59 coordination 232–3 formalization 297 global customer teams 383 support capabilities 370 top management 298 typology by 308, 309 Moss Kanter, Rosabeth 161 Mota, J 431, 437 Motorola 44 Mount, M.K 545, 546 Mouzas, Stefanos 14–15, 191–204 multi-level contacts 281, 285 Myers, M.B 386 Nahapiet, J 57 Naidu, A.P 235 Nalebuff, B.J 206 Napolitano, L 296, 362 Narayandas, N 249, 250 Narus, J.A 175, 212, 249 National Account Management Association (NAMA) 107, 517n3, 533 national account managers (NAMs) 344–5, 347, 348, 519, 543–4 National Account Marketing Association 517 national accounts 2, 234, 291, 293, 294–5, 380, 442, 497, 541 see also key account management national cultures 90 Natti, S 56, 60, 82 natural disasters 117, 139 ‘natural matches’ 196, 198 Naudé, Peter 14–15, 191–204 Neal, J.A 412, 416 Nenonen, S 182, 372 Nestlé 208 net present value (NPV) 276, 278–9 network approach 321, 438, 439, 498 networker-influencer role 525–6 networks 31, 139–40, 142, 204, 485, 517 ‘extended enterprises’ 118–19 informal 90 ‘network competences’ 199 network integration 241, 243 relational value strategy 195–6 new product development 137, 140, 201, 290, 476, 478 co-creation of value 247, 282 portfolio analysis 429, 443 teams 382 see also products Newbourne, P.T 463, 465–6 Newman, R.G 200 Nike 116, 117 ‘No KAM’ approach 21, 301–2, 304, 305–6, 308, 309, 311, 328–9, 330–3, 334 Nobeoka, K 195 625 INDEX non-governmental organizations (NGOs) 164 Noordewier, T.G 237 161, Obama, Barack 118 objectives 16, 132, 319, 356, 467–8, 511 strategic account plans 257, 258, 259, 491 switching costs 107, 109, 110 teams 89, 400 see also goals Ojasalo, Jukka 28–9, 82, 461–94 oligopolistic markets 22, 43–4 Oliver, R.L 175, 281 Olsen, P.I 179 Olsen, R.F 426, 445, 460 Olson, E.M 295 openness 158, 166 openness to experience 32, 544, 546, 550, 551, 552 operating-level KAM 21, 78, 301–3, 304, 308 operational assessment 479 operational complexity 59–60, 69–70, 72–3, 75 opportunism 20, 148, 156, 211, 216, 217, 323 Organ, D.W 530, 546 organization-based KAM programmes 7–8, 53, 75 organizational culture 7, 90, 92, 297, 310 change management 412–14, 415 impact on KSAM strategy 82, 83 organizational design 20, 23–4, 311, 319–20, 321, 355–78 global account management 23 inter-organizational alignment 362–8 intra-organizational alignment 368–74 team design 384–6, 391–4, 396–9, 488 transaction cost economics 22, 327, 335 organizational reorientation 65–7 organizational structure 7, 78, 83–9, 286, 290, 291, 470, 477 ABB 65–7, 71 BAA 416 centralized 102 configurational approach 292 congruence model 51 development activities 92 distribution of power 74 facilitation problems 510 global account management 23, 337–54 integration of KAM programmes 76 McKinsey 7S framework 409 relational development 30, 521 structural complexity 58 Oswald, Andrew 125 outsourcing 43, 46, 49, 118, 123, 365 Page, A.L 231, 235 Pardo, Catherine 14–15, 16–17, 191–204, 227–44, 247–8, 335, 371, 428, 442 Pareto distribution 38–9, 40, 496 part-time programmes 476 part-time salesforces 48 partisans 487 partnership KAM stage 464, 501, 509, 510, 511, 528–30 partnerships 45, 65, 140, 465–6 Parvatiyar, A 214 payment terms 154 Payne, A 137, 483–4 Pedersen, A.C 437 Pels, J 422, 424 perception gaps 131, 132 performance 25, 32, 57–8, 174, 184 account performance management 361, 371–2, 377, 473 KAM effectiveness 20, 21, 299, 302, 306–8, 310–11, 312, 315 key account managers 543–4, 545–53 key relationship postures 203 measurement of 5, 298–9, 376 strategic account planning 255 subjective and objective 107, 109–10 teams 24, 379, 384–9, 394, 396–9, 400–1, 402–3 value capture and creation 359–60 Perreault, W.D 432–3 Persaud, A 151, 158–9 persistency 14, 188 personality traits 32, 539–53 PESTLE forces 42 Peugeot 206 Piercy, Nigel F 6, 10–11, 76, 141–67, 246, 356, 362, 376, 480 Pillai, K.G 215, 235 pilot programmes 90–1, 283, 284, 477 Pirelli 44 planning 8, 17–18, 79, 245–65, 467–8, 533 account management plans 466 annual plans 29, 491 contingency 139 customer lifetime value 286 development activities 92–3 embedding KSAM 97 essential elements 246–55 format and content 255–9 hard infrastructure 51 implementation 260–1 inter-organizational alignment 361, 363–5, 377, 472 626 INDEX joint planning process 285 measuring KSAM value 262–4 optimizing value 99–100 portfolio analysis 443 relational development 512 Plender, J 151, 158–9 political entrepreneurs 31, 251, 368, 486–7, 522–30, 534, 536 Pollitt, M 125 Porter Lynch, Robert 124–5, 126 Porter, M 41, 162, 221, 263 portfolio analysis 16, 26–8, 116, 421–39, 441–60, 465, 500 contextuality 428–9 criticisms of 437 customer relationship management 432–3 customer strategies 445–60 definitions of 422 dynamics 429–31 financial models 431–2 market segmentation 433–4 purchasing 132–3 research 423–8 portfolio definition 361, 362–3, 378, 472 power 30, 242, 244, 467, 505 ethical dilemmas 148 power-based relationships 132–5 symmetry 367 PPF model see Product, Process and Facilitation model Prahalad, C.K 282–3 pre-KAM stage 464, 500, 501, 509, 511, 512, 528–30 preferred customers 135, 138, 422 prices 158, 235–6, 239–40, 249–50, 295 changes in pricing model 284 competition 16, 205, 207, 209, 210–11, 212–23, 225 customer profitability 272–3 discounts 269, 283, 284 premiums 17, 238, 241, 244, 285 relational development 509, 510 small account management 49, 149 see also costs proactive KAM programmes 7, 53, 55, 73–4, 75 proactiveness SAM effectiveness 21, 289, 295, 301, 303–7, 312, 313, 376 teams 89, 379, 384–5, 387–8, 395, 397, 398, 400, 489 problem resolution 30, 504–10, 512, 513 processes 8, 28–9, 51–2, 290, 461–94 annual-level 29, 363, 462, 473, 474–5, 491–2, 493 change management 410 coordination of 232–3, 239–40, 242, 243, 244 corporate-level 29, 462, 473–81, 493 definition of 462 development activities 92–3 embedding KSAM 97–8 literature review 462–73 planning 252–3 problems related to 30, 502–3, 506–8, 509–10, 511, 513 relationship-level 29, 462, 473, 474–5, 481–91, 493 teams 384, 388–9, 399–400, 401, 488–9 see also systems Procter & Gamble 117, 137, 140, 143, 161, 195 procurement 45–8, 290 costs 176 global 18, 57, 269, 380 see also purchasing Product, Process and Facilitation (PPF) model 30, 495, 496, 498, 502–8, 509–10, 511, 513 products customized 295 problems related to 506–7, 508, 509, 511, 513 product complexity 108, 110–11, 324 product life cycles 200–1 product-oriented culture 412–13 relational benefits 210 segmentation 220, 221–2 variety of 365–6 vertical coopetition 220, 221–3, 224, 225 see also new product development profitability 3, 4, 18–19, 235–6, 267–86, 413, 481 customer lifetime value 276–86, 431 customer portfolio analysis 427 definition of 299 embedded KSAM 100 financial performance 389, 398, 399–400 fundamental business model 38 KAM effectiveness 302, 306, 307, 310–1, 315 key relationship postures 203–4 measurement of 51, 270–6 political entrepreneurs 526 portfolio analysis 437, 443, 444 procurement efficiency 46 SAM goals 362 selection of key accounts 27, 496 strategic account planning 18, 246, 249–51, 261, 265, 468 value capture 372, 473 value creation 11–12, 172, 473 627 INDEX project management 261, 486 promises 11, 148, 154–5, 156, 166 proprietary (internal) value 14–15, 194–8, 199–201, 202, 203–4, 247, 371 Publicis 161 ‘pull’ incentives 106, 112 purchasing 45–8, 53, 73, 115–40, 269, 293, 356 collaborative innovation 135–7 coordination 68–70, 73, 76 economics of trust 125–7 future research 139–40 global 380 power-based relationships 132–5 strategic alignment 127–32 strategic importance of 117–25 transformation of 138–9 vertical coopetition 223 see also procurement purchasing portfolio matrix 132–3 purchasing professionals 9, 115, 119–23, 138–9 see also buyers Pusateri, Michael A 8–9, 103–13 ‘push’ incentives 106 ‘pyramid of social responsibilities’ 151 qualitative research 5, 308, 359–60, 537 quality 16, 149, 497, 516 reduction in number of suppliers 44 relational benefits 210 strategic account planning 245, 257–8 quantitative research 5, 25, 293, 376 Ramaswamy, V 281–3 Ramirez, R 372 Rana Plaza disaster 117 Rangan, K.V 424 Rappaport, A 262, 263 ratio analysis 120–1 reactive KAM programmes 7, 53, 55, 73–4, 75 Rebiazina, V 436–7 Recaro 199 recency, frequency and monetary value (RFM) 276 reciprocity 112, 133, 151, 154, 181, 184, 367 Reebok 48–9 regulation 42, 57, 71, 150–1, 158, 165 Rehme, Jakob 6–7, 8, 53–76 Reinartz, W 235, 268, 279, 281 Reisel, W 542 ‘relating’ 184, 185 relational intent 327, 330–3 relational orientation 207, 210, 212–23, 224, 225 relational performance 389, 396–400, 401 relational perspective 172, 174, 175–6, 177, 179, 185 ‘relational richness’ 60 relational value 14–15, 194–8, 200–2, 203–4, 247, 286, 371 relationship-level SAM processes 462, 473, 474–5, 481–91, 493 relationship management 12, 14–15, 30, 380, 422, 445, 520 relationship marketing 104, 149, 299, 321, 380, 422, 498, 517 interfirm adaptation 105 portfolio analysis 443 profitability 235–6, 268 switching costs 105–6 transactional approaches 207 vertical coopetition 225 see also relationships relationship selling 12, 173 relationships 55–6, 142–5, 356, 380, 442–3 comparison of key account and ‘normal’ buyer-seller relationships 228, 230–6, 239–41 corporate social responsibility 162–5, 167 customer lifetime value 281 dissolution of 465, 489–91, 501–2, 529 duration of 17, 233–4, 239–41 ethical issues 11, 141, 146–60, 165–6 GAM role 531–2 global 340, 354, 380, 383, 389 guanxi 466–7 key relationship postures 15, 191–204 long-term 104 power-based 132–5 processes 29, 311, 462 relational development 29–30, 376, 482–3, 495–514, 521, 528–30 relationship-building skills 9, 10, 123 relationship performance 544, 546, 547–8, 549–51, 553 research on 54, 78 strength of 280, 446, 448, 450–5, 457–9, 472 transaction cost economics 22, 322, 326–7 trust 116, 124–7, 132, 145 value creation 171–89 vertical coopetition 205–26 see also key account management; portfolio analysis; relationship marketing; strategic account management remuneration 343, 373–4, 417, 478 see also reward systems renegades 487 reporting structures 339, 341, 345, 350 628 INDEX reputation 156–7, 161, 162, 164, 231 resilience 14, 188 resource-based view (RBV) 127–8 resource dependency theory 229, 231, 238, 321, 388 resources 50, 142, 180, 471, 525 allocation of 39, 113, 243, 255, 364, 465 configurational approach 21, 294, 296–7, 301, 303–7, 309, 310, 314 coopetition 211 cross-functional 310 decision making 374 lack of sufficient 480 portfolio analysis 28, 434–5, 455–6, 459, 460 sales operations 43 strategic account planning 261 symmetry 367 teams 385, 400 top-management KAM 300 ‘value-producing system’ approach 193 retention 19, 280, 468 return on investment (ROI) 46, 140, 264 return on net assets (RONA) 120–1 revenues 236, 267, 270, 271–2, 275 reverse auctions 47, 208 reward systems 87, 379, 384, 387, 394, 397, 398 BAA 417 key account managers 100, 535 teams 401, 402, 488 Rewe 197 Rhoads, G.K 368 Ricker, S.A 523 Rindfleisch, A 230 risk 55, 56, 139, 435–6, 476, 480–1 customer risk analysis 430 dependence 144, 145 perception of 283 purchasing portfolio matrix 132–3 relational 148 SAM goals 362 supply chain 117 technological change 142 risk-based pricing 272–3 Ritter, T 199 rituals 413 Rogers, B 498, 540, 543 role conflict 223 Rosenberg, L.J 236 Rost, C 424 Royal Dutch Shell 344, 346, 351 Rudmin, F 548 Rueckert, R.W 299 Ryals, L.J 78, 250, 286, 431, 436, 512 Sainsbury’s 163–4, 195 sales 40, 56, 57, 367, 422, 518, 521 ABB 60–73 access to resources 297 annual plans 491 BAA 407, 408, 416 complexity 58–60, 68, 324 coordination 68–70, 73, 75–6 customer-focused selling 286 establishment of KAM programmes 75 financial performance 389, 398, 401 KAM effectiveness 307–8 key strategic account manager role 516 paradigm shift in 268 Pareto distribution 38–9 political entrepreneurs 523, 526 positioning KSAM 86–7 professionalization of selling processes 290 research on 54 sales management 172–3 sales performance 544, 546, 548, 549–51, 553 selling costs 43 skills 471 small account management 48–9 standard sales situation 7, 74, 75 taxonomies 309 team selling 54, 56, 297, 369, 381, 382–3, 487 transactional versus relational logic 174 unethical behaviour 156 value propositions 472 sales managers 7–8, 87, 298, 300, 303–7, 312, 415 salespeople 31, 299, 502, 518, 520, 521, 540, 543 Salgado, J 545, 546 Salle, R 424, 427, 428 Schiele, H 422, 426 Schlumberger 343 Schultz, R 543 Schumpeter, Joseph 135, 522 screening 472, 477–8 segmentation see market segmentation selection of key accounts 26, 27, 97, 362–3, 378, 436, 496, 541 self-servers 486–7 selling centres 382–3 Selnes, F 107, 428, 431, 443, 444 Sengupta, Sanjit 8–9, 11, 103–13, 251, 365, 540, 543, 547 senior management 8, 18, 72, 75, 367–8, 373, 534 closeness of customers to 83 commitment of 98, 467, 470–1, 478 629 INDEX configurational approach 301, 303–7, 308, 314 ‘deniability’ 154 distribution of power 74 ethical issues 152, 156, 157, 159 executive sponsorship 343–4, 352 global account management 23 global steering committees 339–40 importance of 296, 312 involvement in change process 25, 101, 412–13 KAM effectiveness 310 lack of support from 78–9, 90 optimizing value 100 portfolio analysis 435 resource allocation 112–13 responsibilities 298 scoping KSAM 94 strategic account planning 256 support for teams 379, 384, 387, 394, 397–8, 401, 402, 488 top-management KAM 21, 300, 301–3, 306, 308 Senn, Christoph 20, 24, 25, 89, 92, 338, 367–8, 376, 379–403, 464, 471, 488 Separate GAM 22, 347, 348–50 service-dominant logic (SDL) 12, 14, 137, 181, 422 services 295, 469–70 7S framework 24–5, 405, 408–18 Shapiro, B.P 56, 234–5, 293, 296, 424, 427, 428, 430, 431 activities 295 complexity 59 coordination 232–3 formalization 297 global customer teams 383 risk perception 283 support capabilities 370 top management 298 typology by 308, 309 share of wallet 215, 276, 284, 389, 398, 401, 524 shared values 409, 412–14 shareholder value 150, 269, 280, 372, 378 shareholder value added (SVA) 262–3, 264 Sharma, A 215, 232, 234, 235, 371, 540, 544 Sherman, S 362, 365, 369, 372 Shetcliffe, J 485 Sheth, J.N 214 Shi, L.H 338 Shocker, A 281 Shuman, J 485 Siemens 367–8, 471 Siggelkow, N 365 Simon, H.O 328 simplicity 27, 63 SinalcoCola 197 Singh, J 368 Sirkin, H.L 411, 417, 418 size of firm 50, 109–10, 111–12, 235, 324 skills 51, 142, 145, 185–6, 471, 533 BAA 410–12, 416–17 global account managers 340, 519 key account managers 251–2, 264, 368–70, 486, 525, 527, 529, 535, 540, 542–4 McKinsey 7S framework 409 political 523–4, 527, 529 purchasing professionals 9–10, 123 teams 379, 383–4, 386–7, 393–4, 397–8, 400–1, 472, 488 see also competencies Slack, N.D.C 128, 129–30 ‘sleeping relationships’ 489 Smackey, B.M 435 small account management 48–9, 149 Smart, A 208 Snehota, Ivan 12, 13–14, 17, 118, 123, 171–89, 431 social contracting theory 159–60 social initiatives 146, 164–5 social media 493–4 socio-cognitive construction 13, 182–3 soft infrastructure 51 software 444 solutions 177, 178–83, 185–9, 200, 477–8 account management process 367 customized 285 enactment 13, 180–1 interactive process of generating 184 joint solution development 533 managers’ problem-solving ability 214 operational vs corporate KAM 471–3 relational 185 solution-based KAM programmes 69, 70 Sony 137, 201 span of accounts 298, 302 Speier, C 60 Spekman, R.E 124, 231, 232, 234–5, 248, 530 Spencer, R 457 Spiggle, S 359 Srivastava, R 280, 281 staff 477–8 BAA 416–17 culture of commitment 480 McKinsey 7S framework 409 operational vs corporate KAM 471–2 performance improvement 411–2 630 INDEX staff organization 319, 328–9, 330, 331, 333, 334 see also key account managers; teams stakeholder learning dialogues 160 standard sales situation 74, 75 standard unit costing 273–4, 275 standardization 27, 347, 352, 366, 367, 373, 484 steering committees 339–40, 374 ‘step-change’ 90–1, 116 Stevenson, T.H 231, 233, 235, 239, 480 Storbacka, Kaj 20, 23–4, 25, 182, 355–78, 464, 472, 477, 484 Storey, J 124 strategic account management (SAM) 2, 13, 142–5, 522 changing role of 172–4 compared with KAM 497–8 configurational approach 289–316, 356–7, 374–5, 376, 377 corporate social responsibility 160, 162–5, 166–7 customer profitability 268, 269, 272–3, 280–1, 286 definitions of 355 ethical issues 11, 141, 145–60, 165–6 organizational design 355–78 personality of key account managers 539–53 portfolio analysis 457, 460 processes 28–9, 461–94 strategic buying 115–40 value in 171–89 see also global account management; key account management; key strategic account management; relationships Strategic Account Management Association (SAMA) 173, 242, 244, 356, 358, 517n3, 522, 533 strategic business units (SBUs) 85, 532 strategic sourcing 47 strategy 7, 8, 79–83, 319, 469, 477–8 BAA 410 buyer versus seller 73–4 congruence model 50–1 development activities 92–3 global account management 470 go-to-market strategies 40–3 implementation 82–3, 356, 470–1 interaction 504 key relationship postures 15, 191, 194–8, 202 key strategic account managers 525 McKinsey 7S framework 409 operational vs corporate KAM 471–2 optimal account development 283–4 portfolio analysis 438 strategic account planning 246, 247–8, 257, 258, 260 ‘strategic matching’ 196–8, 203 Strategy Matrix (Slack & Lewis) 129–30 Strauss, A 359 ‘strengthening’ 212, 219 structural complexity 58, 59–60, 69–70, 71–3, 75 style, leadership 409, 414–16 Sujan, H 548 suppliers collaborative innovation 135–7 definition of KSAM 2–3 importance of 116 preferred 290 reduction in number of 44–5, 54, 120, 144, 269, 380, 516 as source of strategic advantage 498 special activities 295 strategic account planning 245, 246, 248, 252, 256, 262, 265 switching costs 8–9, 103–13, 124, 231, 281 value creation 16–17, 18, 171–89, 248–9 vertical coopetition 205–26 see also key account management; relationships; strategic account management supply chains 6, 41, 116, 138–9, 536 corporate social responsibility 146 global 117–18 medical 119–20 perception gaps 131 relational benefits 210 supply-chain management 54, 200–1 support capabilities 361, 370–1, 377, 472–3 surveys 108, 236–7, 264, 389–90, 547 switching costs 8–9, 103–13, 124, 231, 281 Symbian 201 synergy 4, 53, 81, 102, 224 political entrepreneurs 525 synergistic KAM stage 465, 501, 509, 510, 511–12, 528–30 systems 51–2, 409, 417–18 ‘systems selling’ 365 Talwar, V 427, 436 Tarasi, C.O 430, 431–2, 433, 434 Target Corporation 162, 163 taxonomies 21, 292, 295, 298, 309, 311–2, 376 Taylor, B 424, 427 Taylor Guitars 118 631 INDEX teams 8, 24, 87–9, 143, 189, 295–6, 379–403, 470 activity streams 93 BAA 416 configurational approach 301, 303–7, 308, 313 conflict management 486 design 384–6, 392–3, 399–400, 488 esprit de corps 297, 300, 310, 312 establishing and managing 487–9 global account 340–2, 352, 353, 354 informal 244 inter-organizational 510 intra-organizational alignment 361, 368–70, 472 leadership skills 533 literature review 381–4 operational vs corporate KAM 471 organizational context 386–7, 391, 394, 397–400, 401, 488 performance 396, 397–400, 403 presentation skills 252 processes 388–9, 394, 395, 397–9, 400, 401, 488–9 strategic account planning 248 support for 101–2 team selling 54, 56, 297, 369, 381, 382–3, 487 trust 124 ‘virtual’ 520, 526 technical support 408 technology 30, 57, 161, 371, 429, 443 access to 145, 149, 496 computer systems industry 352 electronic bidding tools 208 PESTLE forces 42 problems related to 506 small account management 49 social media 493–4 software 444 Strategy Matrix 129–30 telesales 48–9 tendering 208, 215, 216–17, 218 Terho, H 26, 422, 423, 426, 427, 428–9 Tesco 143, 163, 195 Tett, R 545 Texas Instruments 44 3M 125 time 261, 283, 298 Toker, A 433 top-management KAM 21, 300, 301–3, 306, 308 see also senior management Törrönen, P 193–4, 196, 200, 202 Tosdal, H 235 ‘toxic’ companies 162 Toyota 195 training 90, 416–18 ethical issues 159, 166 key account managers 101, 479–80 teams 379, 384, 387, 394, 397–8, 488 technical support 408 transaction cost analysis (TCA) 229 transaction cost economics (TCE) 22, 317, 321–35, 505, 517 transaction costs 30, 176, 229, 230, 231, 269, 321–35 transactional approaches 16, 179, 207, 208, 210, 212–18, 225, 235 transitioning curve 91–3 transparency 146, 158, 161, 166, 272, 282, 283, 373–4 ‘Trojan Horse’ 283 Tromley, C.L 412, 416 trust 6, 57, 107, 116, 145, 229, 281, 299, 335 building 132, 138 contractual governance 241 economics of 125–7 ethical issues 11, 146, 148, 154–5 facilitation problems 508 guanxi 467 high- and low-trust relationships 10, 127 information sharing 153 key account managers 101 multi-level contacts 285 portfolio analysis 451 PPF strategies 511 relational development 500, 501, 510, 512 relational performance 389 relationship strength 453, 454, 459 salespeople 543 SAM goals 362, 371 ‘sleeping relationships’ 489 teams 56 trust-based relationships 124–5 ‘trust equity’ 155 vertical coopetition 214, 218 Tsoukas, H 186 Tsybina, E 437 Tubridy, G 298 Tuli, K.R 177, 367 Tupes, E 544 Turnbull, P.W 133, 134, 422, 423, 427, 428, 431, 437, 444 turnover 234–5, 239–40 two-step processes 27–8 typologies 292, 308, 311, 376 632 INDEX Ulaga, W 193, 371 uncertainty 6, 124, 180, 229–30, 414 internal and external 230, 237, 238, 239–40 PPF model 505, 506, 508 pre-KAM stage 500 reducing 16–17, 30, 58–60, 71–2, 73, 232, 362 transaction cost economics 317, 322–3, 324–5, 327, 330–3, 335 Uncles, M 235 uncoupling KAM stage 465, 501–2, 528, 529 ‘under-culture’ 90 unethical behaviour 11, 146, 147–8, 156, 166 Unilever 162, 164, 195, 339, 344, 345, 346 Uniq University of San Diego Supply Chain Management Institute 125 unstructured KAM 21, 78, 301–5, 308 Untiedt, R 437 UPS 125 Uusitalo, Olavi 32, 539–53 value 11–12, 14, 171–89, 192–4, 484 assessment of customer 51, 469 business attractiveness 447, 449 capture 372, 473 co-creation of 17, 19, 23, 172, 174, 180, 184, 187, 198, 282–3, 284, 356, 536–7 concept of 175 corporate social responsibility 141 customer lifetime value 19, 39–40, 269–70, 276–86, 430, 431, 435 delivering 38, 79, 142, 255 drivers of 241, 243 high-trust relationships 127 key relationship postures 15, 191, 194–204 measurement of 262–4, 371 non-economic 19 optimizing 91, 92, 99–101 portfolio analysis 430, 444 purchasing managers 223 quantification of 18–19, 371, 372 shared 18, 162, 206–7, 215 strategic account planning 246 ‘value-producing system’ approach 193–4 vertical coopetition 214, 216, 217, 218, 225 see also value creation; value propositions value added 100, 132, 139, 144, 172, 476 accountancy value added 263 customer councils 346 customer lifetime value 281–3 ‘full service supply’ 120 global procurement 269 interaction orientation 185 joint strategies 140 product life cycles 201 shareholder value added 263, 264 strategic account planning 262 value-based pricing 272 value-chain analysis 263 value creation 4, 11–20, 171–89, 362, 372, 473, 497 changing role of SAM 172–4 cooperation 206, 210 facilitation problems 508, 510, 513 ‘integrative relationship’ perspective 243 key strategic account managers 525, 542 managerial implications 241–2, 244 market orientation 414 measurement of 371 political entrepreneurs 31, 522, 526 portfolio analysis 431 relational development 511, 529 service-dominant logic 137 skills and capabilities 185–6 strategic account planning 246, 248–9 vertical coopetition 217 win-win approach 139 value propositions 24, 29, 372, 374, 378, 483–7, 496 account management process 367 account-specific 361, 365–6, 377, 472, 484 corporate social responsibility 164, 167 customer lifetime value 281 inter-organizational alignment 362 ‘Trojan Horse’ 283 values 147, 161, 409, 412–14, 415 Van der Hart, H.W 291 Van der Linden, C 464 Van der Sande, D 250 Van Raaij, E.M 250 Van Weele, A.J 426, 438 Vanderbiesen, Tomas 18–19, 267–86 Vandermerwe, S 249 ‘vanguard companies’ 161 Vargo, S.L 14, 182, 365 Verra, G.J 338 vertical coopetition 15–16, 205–26 vertical integration 149, 230 vision 410, 415, 418 Vodafone 346, 348 Volkswagen 44, 340, 341 volume-based costing 274, 275 Von Hippel, E 135, 136 vulnerability 11, 145, 280, 284, 285, 481 Wal-Mart 143, 162, 344 Walker, B.A 485, 540, 544 633 INDEX Wallace, K 422, 435 Wallendorf, M 359 Walter, A 177 Walters, D 263 Wanberg, C 546 Wathne, K.H 206 Weeks, W.A 518 weighted average cost of capital (WACC) 277 Weilbaker, D 376, 463, 470, 518 Weitz, B.A 369 Wengler, Stefan 20, 22, 25, 317–35, 362, 365, 376, 476, 520 Williams, T.M 58 Williamson, O.E 22, 230, 322, 323–4, 326, 328 Wilson, D.T 242 Wilson, Kevin 1–33 customer profitability 250 definition of key accounts 2, 496 definition of KSAM 497 failure of KAM 82 global account management 338, 470, 519, 520, 534, 542 IMP approach 517 key account managers 31–2, 87, 515–37 organizational change 91 organizational culture 83 political entrepreneurs 31, 251, 368, 486, 522–3, 526–7, 530 PPF model 496, 502–3, 508 processes 366, 463, 467 relational development 29–30, 233, 376, 463, 464–5, 482–3, 495–514, 521, 528–30, 541 SAMA 533 senior management 296 type of key accounts 497 value propositions 365 win-win approach 9, 110, 112, 139, 408, 469 Winer, R.S 281 Wong, Y.H 463, 466–7 Woodburn, Diana 1–33 business potential 541 definition of KSAM 497 failure of KAM 82 key account managers 87, 542–3 operationalization of KSAM 25 organizational change 7, 8, 77–102 organizational culture 83 portfolio analysis 27 processes 463, 467–8 relational development 499, 500, 501, 510, 541 strategic account planning 17–18, 245–65 Workman, John Jr 20, 21, 371, 381 configurational approach 289–316 coordination 233 definition of KAM 231 esprit de corps 373 formalization 82, 232, 375–6 organizational culture 83 survey research 229 Wotruba, T.R 251, 499, 518, 543 Wuyts, S 426, 429 Wynstra, F 203 Xerox 44, 340, 341–2, 354 Yip, George S 20, 23, 57, 294–5, 337–54, 376, 380 Yli-Renko, H 429 Yorke, D 132, 363, 422, 424, 432, 435, 444, 446, 453 Young & Rubicam 342 Zeithaml, V.A 263, 279 Zolkiewski, Judy M 26–7, 133, 134, 421–39, 444 Zupancic, D 464, 471–2 634 ... agree a name for it: key account management (KAM), national account management (NAM), global account management (GAM) and strategic account management (SAM) have all been used fairly interchangeably... competent professional should be sought Library of Congress Cataloging-in-Publication Data Woodburn, Diana Handbook of strategic account management : a comprehensive resource / Diana Woodburn and Kevin... Workman and Jensen 289 The appropriateness of the key account management organization Wengler 317 Organizational structures in global account management Yip and Bink 337 Designing strategic account